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7/29/2019 Balanced Scorecards (TAIR Presentation 2007).ppt
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Balanced Scorecards forColleges and Universities:
Development andDeployment
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Balanced Scorecards
Jan W. Lyddon, Ph.D.Executive Vice President
San Jacinto College
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What is a Balanced Scorecard ?
A measurement system Strategic management system, and
Communication tool
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Why A Balanced Scorecard?
Increased requirements foraccountability
Keep our eye on whats most importantFocus especially on major outcomes
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Primary Uses
Monitoring key items
Communication of priority areasfor action
Myth busting real results
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What Is It?
Visual displayof
the most important information needed to achieve
one or more objectiveswhich
fits entirely on a single screen or sheetso it can be
monitored at a glance.Stephen Few, 2006
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What is on it?
Performance Indicators:
From strategic or other plan
Of key decisions or objectives
Usually highly aggregated data
Maximum 15 20
Called Key Performance Indicators (KPIs)
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Kinds of Indicators
Indicators should be:
A balance ofperspectives
Student perspectives, process perspectives,learning perspectives are examples
Also called categories
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Kinds of Indicators, contd
Indicators should be:
A balance of leading and lagging indicators
Inputs as well as outputs or outcomes measures
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Who uses it?
Key decision makers
Monitor regularly
Key policy makers
To make informed decisions
To communicate with external stakeholders
Internal stakeholders
To help align their actions with overall purposes
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Components of the Indicators
The actual performance, expressed innumerical terms
The target, benchmark, or objective
The difference between actual performanceand the objective
Signal values indicate how far from theobjective or target (best, middle, worst)
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Categories for Indicators
Four or five categories:
Strategic plan goals, or
Perspectives, such as:
Stakeholder
Processes
Learning and innovation
Financial
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Examples of Indicators
Stakeholder:
Student satisfaction
Student retention and graduation rates
Community support Processes:
Continuous improvement initiatives
Time required to complete DE
Efficiency measures (e.g., percentage of seats filled)
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Examples of Indicators, Contd
Learning and innovation:
Professional development impacts
New programs
Resources:
Enrollment
Donations
Budget balance
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Date: 5/1/2006Sample Community College - Balanced Scorecard
Goal Measure/Index Title Abov
eTa
rget
AtTarget
Below
Targe
t
FarB
elow
Targe
t
Scoreor
Lev
el
Target
Last
up
I Retention rate (fall to winter return rate) X 71.7% 68.0% Fall 2005
I Persistence rate (fall to fall return rate) X 45.1% 40.0% Fall 2005
I Graduation rate (% of 1st time full time graduating 3 years later) X 13.0% 18.0% Fall 2005
I Transfer rate (% of new students who have transferred 3 years later) X 32.0% 30.0% Fall 2005
I New students X 1,626 1,550 Fall 2005
I % share from Level I & II high schools X 21.1% 32% Fall 2005
I Dual enrolled high school students X 340 325 3/15/2006
I Headcount X 5,915 5,817 4/27/2006
I Student Credit Hours X 45,670 45,977 4/27/2006
II Student satisfaction - academics (satisfaction on a 4.0 scale) X 3.05 3.25 2005-06
II Student satisfaction - services (satisfaction on a 4.0 scale) X 2.98 3.25 2005-06II Employer satisfaction X 90.3% 93% 2004-05
II Financial aid participation rate (% of first t ime full timers receiving any form of financial aid) X 71% 72% 2005-06
II Tuition discounted with financial aid X 79.1% 80% 2004-05
II Alumni satisfaction X 88% 80% 2005-06
II Employee turnover X 0.25% 0.08% 3rd qtr 05-06
III Enrollment of Students of Color X 8.9% 8% 1/2/2006
III Employees of Color X 9.4% 8% Fall 2005
III CIP enrollment rate X 19.1% 20% 2004-05
III Student learning - multiculturalism X 89.8% 83.57% 2004-05
III Student learning - international X 82.3% 87.03% 2004-05
IV Community support
IV Action projects to improve community supportV Budget balance (% of tuition & fees revenue compared to target) X -0.5% 5.0% 3rd qtr 05-06
V Private gifts (dollar value of donations during the quarter) X 138,086$ 80,000$ 3rd qtr 05-06
V Grant funds received (dollar value of the funds received in the quarter) X 80,000$ 75,000$ 3rd qtr 05-06
V Revenue from employer training (revenue received during the quarter) X 24% 25% 3rd qtr 05-06
V Facilities Condition Index (ratio of deferred maintenance to building value) X 4.3 5.0 2005-06
V IT systems response (Ratio of tickets open to completed) X 0.93 1.0 May-06
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DevelopmentProcess
Steps in Building Your
Balanced Scorecard
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Development Process
Identify project partners:
Project champion
Content provider
Technology support
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Development Process
Identify Key PerformanceIndicators (KPIs)
15 20 maximum
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Development Process
Work with process stakeholders
Refine definitions of data
Develop methods of display and update Ensure their understanding
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Development Process
Set benchmarks, targets or signalvalues
Comparisons with other institutions Comparisons with past performance
Comparisons with goals
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Development Process
Signal Values
Three levels
BestMiddle
Worst
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Signal Values Example 1
Fall Headcount
5,700
5,8005,900
6,000
6,100
6,200
6,300
6,400
6,500
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Actual
Best
Middle
Worst
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Signal Values Example 2
Average Semesters to Complete DE
0
1
2
3
4
5
67
8
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Actual
Best
Middle
Worst
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Establishing Signal Values
Base them on:
Institutional past performance
Institutional goalsComparisons with other organizations
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Development Process
Design the display and delivery mechanism
One screen or one page
Avoid clutter
Provide detail by using hyperlinks
Decide who will have access
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Development Process
Hyperlinks example:KPI = overall student satisfaction
Detail = student satisfaction withacademics
services
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Hyperlinks in Excel
Date: 5/1/2006Sample Community College - Balanced Scorecard
Goal Measure/Index Title Abov
eTa
rget
AtTarget
Below
Targe
t
FarB
elow
Targe
t
Scoreor
Lev
el
Target
Last
up
I Overall Student Satisfaction X 3.01 3.25 Fall 2006
Student Satisfaction Trends
98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06
Instruction 3.07 3.14 3.15 3.11 3.16 3.17 3.03 3.05
Services 2.95 3.01 2.95 3.03 2.90 2.96 3.03 2.98
Best 3.25 3.25 3.25 3.25 3.25 3.25 3.25 3.25
Middle 3.15 3.15 3.15 3.15 3.15 3.15 3.15 3.15
Worst 3.10 3.10 3.10 3.10 3.10 3.10 3.10 3.10
Student Satisfaction
2.70
2.80
2.90
3.00
3.10
3.20
3.30
98- 99 99- 00 00- 01 01- 02 02- 03 03- 04 04- 05 05- 06
Instruction
Services
Best
Middle
Worst
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Development Process
Usage and updates
Project champion should monitor frequently
Other key decision makers should monitor also
Inform others of how often the data change
Who should access
Wide-spread few users
Help with fear factor
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Benefits of a Scorecard
Useful in guiding strategic plandevelopment:
One college used its scorecard data toidentify areas where it was consistentlybelow targets.
The Board identified five strategic goalsfor the new strategic plan.
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Benefits of a Scorecard, contd
Increased internal alignment:
Visible targets and performance
informs operational unit andindividual plans
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Increased Alignment
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Benefits of a Scorecard, contd
Establishes a culture of evidence atthe college
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Next Steps
Evaluate and improve some of themeasures, such as those that:
Are not a valid measure of what is being
done
Not possible to measure often enough ordifficult to measure
Benchmarks with better measures areavailable
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Next Steps
Evaluate and improve some of the measures
Develop leading indicators:
Measures that indicate progress against a
process or behavior. These measures arehelpful in predicting the future outcome of anobjective.
Balanced Scorecard Collaborative
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Next Steps
Review the signal values:
Develop more robust targets
Achieving the Dream databaseNational CC Benchmark Project
IPEDS Peer Analysis System
State data
Other professional sources
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Next Steps
Increase alignment of departmental or unitdata with overall performance indicators
Develop cascading scorecards
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Lessons Learned
Monitor regularly
Presidential commitment is crucial
Be sure measures are balanced
Align the measures with the plan
Keep the scorecard display straightforward(Keep It Simple & Straightforward KISS)
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Lessons Learned
What is measured gets noticed
What is noticed gets acted on
What is acted on gets improvedDee W. Hook presentationPhenomenon of Measurement
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Want to know more?Contact me: Jan W. Lyddon, Ph.D.
Read: Few, Stephen. 2006. Information Dashboard Design: The Effective Visual
Communication of Data.Sabastopol, CA: OReilly Media, Inc.
Kaplan, Robert S. & David P. Norton. 1996. The Balanced Scorecard: TranslatingStrategy Into Action. Boston: Harvard Business School Press.
Niven, Paul R. 2003. Balanced Scorecard Step-by-Step for Government andNonprofit Agencies. Hoboken, NJ: John Wiley & Sons, Inc.